Social Media and Mobile Recruiting Technology Play an Increasingly Impactful Role in Talent Acquisition
This insight is from: "The Recruitment Quotient: Raising Your Talent IQ"
Shifting age demographics, new technologies and the move toward a consumer-styled job seeker experience are fueling major changes in talent acquisition. In our consumer-driven society, a strong employment brand is increasingly critical for attracting the top talent. Technology tools like social media, talent communities and mobile recruiting can help optimize an employer’s brand, but unfortunately, the recruiting world has not kept pace with evolving candidate expectations. New research from the ADP Research Institute®, a specialized group within ADP®, reveals a gap between recruiters and job seekers regarding the tools they use to find each other and their perception of a quality talent acquisition experience The research findings highlight the role technology will play in presenting a strong employer brand, engaging candidates and making the hiring process more efficient and effective moving forward.
Integrating Social Media into Recruiting Solutions is Imperative
Nearly one-third of recruiters report an improvement in the impact of social and mobile tools, suggesting that integrating social media capabilities into recruiting solution is becoming increasingly important. In addition, three-quarters of recruiters say that social media has a moderate-to-great impact on talent acquisition, and four out of five say it has a moderate-to-great impact on employment branding.1
Connecting a talent community to social media efforts casts an even wider net and enables better connections. Nearly 70% of best-in-class organizations already connect social media and talent communities2 and targeted communications allow job seekers to find their niche in the company.
Mobile-Enabled Websites Attract More Interested Candidates
Mobile job seeking is on the rise, with 7 out of 10 job seekers now searching for employment on their mobile devices.3 Job seekers like the ease and convenience of mobile activities such as receiving job alerts, tracking applications, viewing job postings and reading job-related blogs, forums and articles.4 Unfortunately, many corporate career sites are not mobile-enabled, which means the searches candidates want to perform are frequently delivered via a clumsy user experience designed for a different device. Companies with mobile-enabled websites will position themselves ahead of their competition and attract more interested candidates.
Social Media Disconnects Persist Between Recruiters and Applicants
While recruiters and job seekers are using social media more often and more successfully, disconnects still exist. For example, 44% percent of recruiters rated LinkedIn® as “extremely” or “very” useful in their pursuit of new talent, while only 19 percent of job seekers felt the same way when looking for a job.5 While neither recruiters nor job seekers found Google+®, Twitter® and Facebook® to be as useful as LinkedIn in the talent acquisition process, recruiters still found them far more useful than job seekers did.6 Optimizing social messages and sourcing efforts could help recruiters build talent pipelines and provide more information to candidates for a better talent acquisition experience.
1 Recruiting Trends, ADP Research Institute, August 2013.
2 HR Executive’s Guide to Web 2.0: Cracking the Code for Talent Management, Aberdeen 2013.
3 Today’s Job Seeker’s Report, Simply Hired, November 2013.
4 Job Candidate Trends, ADP Research Institute, September 2013.
5 Recruiting Trends, ADP Research Institute, August 2013 and Job Candidate Trends, ADP Research Institute, September 2013.
6 Job Candidate Trends, ADP Research Institute, September 2013.
*A complete list of sources and citations can be found in the full report.
About This Report: This report reflects information garnered from two separate ADP Research Institute studies: The 2013 Recruiting Trends study and the 2013 Job Candidate Trends study.
The 2013 Job Recruiting Trends study was conducted in August 2013 among 506 recruiters in companies with 1,000 or more employees. The study universe included representative sample of all categories of U.S. enterprises with 1,000 or more employees. A statistically projectable sample of respondents was interviewed, split between three groups by size: enterprises with 1,000 to 2,499; 2,500 to 9,999; and 10,000+ total U.S. employees. The resulting data achieved statistical reliability at the 95% confidence level both overall and in each of the size groups. Respondents had to evaluate, recommend, or make final purchase decisions for new processes and technologies related to talent recruitment strategies.
The 2013 Job Candidate Trends study was conducted in September 2013 among 2,561 job seekers ages 19 to 65. Respondents were active (seeking new employment or looking to change employers) or passive (would consider pursuing a job opportunity with a new employer if contacted) job seekers. The statistically projectable sample of respondents interviewed was split between type of job seeker, type of current employee (salaried vs. hourly) and age. The resulting data achieved statistical reliability at the 95% confidence level both overall and by each group.